sofia employer branding masterclass final [afternoon]

A Brand New Approach

Uber model of engagement

Kevin ThomsonKevin Ruck

Copyright © 2010 über engagement

based on a compelling truth:

“Your vision will become clear only when you look inside ...

Who looks outside, dreams. Who looks inside, awakens”

Uber engagement is

What we believeOne Organizing Brand - You have one brand, multiple

stakeholders: There are many communities your brand needs to engage with

Everything is changing - Your stakeholder groups are converging: The boundaries between communities are becoming increasingly fuzzy, as are the communication/brand suppliers.

Integrity and Integration, Inside Out - You need an integrated approach: To build trust, create advocacy and improve the reputation of your brand.


Uber engagement is about enterprises defining:

The single organising thought - the why

The key accountabilities - the whatThe ways of working - the how


howwhat why

Uber engagement is about alignment between:

What an enterprise values - what it thinks

What an enterprise promises - what it says

What an enterprise delivers - what it does


saydothin

k

Uber integration

Closing the gap between what you say and what you do;A focus on how you say it and how you do it; Using your values as the organising thought.

what you do

what you say

how you say it

how you do it


Integrated functions

Working beyond traditional silos and building brand integrity.

HR

BrandComms

Operations


Brand and organisational culture

Bulgaria as a brandVision and values

“What we have to do is change the culture round

here”

The human side of culture

“Cultures are not just physical entities. They are complex social phenomena produced interactively not biologically. They are a human product, not a natural product. People create them, people sustain them and people change them . . . indeed there is nothing more to them than human intervention.”

Bate (1994: 137)

The Deal and Kennedy classification of culture

tough-guy, macho cultureThe focus of daily activities is relatively short-term and staff are encouraged to complete tasks swiftly and with maximum efficiency. Subsequently, competition between employees is high, resulting in increased levels of conflict and anxiety

work-hard/play-hard culture

Whilst speed and efficiency are also priorities in this type of culture, the risks are typically small. For example, in fast-food restaurants, customer service and satisfaction are generally very important, however, no ‘real’ damage would result if one customer left unsatisfied.

bet-your-company cultureCompanies where risk-taking is high but feedback to employees is low. These hierarchical organisations invest heavily in huge projects, which involve vast amounts of money and time. Employees are encouraged to trust the communication received from senior staff and continually focus on the future, as eagerly awaited feedback may be a long way off.

process cultureMany government departments, for example, display this type of culture, which is low risk and slow to receive feedback. Employees who are highly organised and value a stable, dependable work environment are best suited to this kind of workplace, as its formal nature allows them to focus on task accomplishment, rather than the content of individual projects.

Artefacts

Espoused values

Underlying assumptions

Schein’s Three Levels of Culture Analysis

Visible organisational structures and processes (hard to decipher)

Strategies, goals, philosophies (espoused justifications)

Unconscious, taken-for-granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action)

Schein (1992: 17)

Look out for any inconsistencies

Uncertainty Management MatrixFour possibilities:

1. Status Quo Climate – avoid uncertainty, people want few surprises and rarely get them (more often found in non-profit organisations).

2. Unsettling Climate – employees desire certainty but they feel that the organisation is embracing uncertainty and become unsettled and overwhelmed (more often found in financial services sector).

3. Stifling Change – employees embrace uncertainty but feel that the organisation avoids it and they feel stifled (found equally in all types and sectors).

4. Dynamic Change – employees and the organisation want change (more often found in IT and industrial organisations).

Clampitt and Williams (2004)

Google Culture

http://www.washingtonpost.com/wp-dyn/content/video/2009/05/19/VI2009051902273.html

http://www.youtube.com/watch?v=9bJBeCI0e3U




Brand Advocacy

Brand


BRAND

=REPUTATION

What we believe – A ReminderOne Organizing Brand - You have one brand, multiple

stakeholders: There are many communities your brand needs to engage with

Everything is changing - Your stakeholder groups are converging: The boundaries between communities are becoming increasingly fuzzy, as are the communication/brand suppliers.

Integrity and Integration, Inside Out - You need an integrated approach: To build trust, create advocacy and improve the reputation of your brand.


Reputation across all communities


good neighbourSocial responsibility

great employerRecruitment & retention

products & servicesInnovation & experience

investor & value chainGovernance & Sustainability

Community

Colleagues

Customer

Corporate partners

Brand Engagement

Employees are engaged in their brand when what they are doing and how they are doing it are aligned with why they are doing it - the vision.

When leaders define a vision based on what is true and compelling, engaging managers will determine the what and the brand engaged employees will decide the best way how.


WHAT HOWVISION

For brands to have integrity they need to consistently behave (do and say) in accordance to the values and beliefs that they claim to hold.

Often there is a gap between what brands say and what brands do. Brands that engage their colleagues around their values close the gap through how they say it and how they do it.

Brand Integrity


DO SAYVALUES

WHAT HOW

SAY

DO

VISION &

VALUES

WHAT you DO

WHAT you SAY

HOW you SAY it

HOW you DO it

Perception + Experience = Reality

PERCEPTIONPERCEPTION=WHAT you SAY

+HOW you SAY it

EXPERIENCE =

WHAT you DO+

HOW you DO it


The Integrated Brand

Using vision & values toclose the gap between:-•SAY & DO;•HOW & WHAT;•PERCEPTION & EXPERIENCE;•INTERNAL & EXTERNAL;builds an integrated brand from the inside out.

Vision &

Values

Products & services

Positioning & communication

Visual identity & tone of voice

Processes & behaviours


What You Say- Positioning &

communication

How You Say It-Visual identity

& tone of voice

What You Do-Products &

services

How You Do It-Processes &behaviours

LeadershipCorporate

Communications

Brand & Marketing

Operations & NPD

HR, IT, Legal& Finance

Community Your licence to operate – social responsibility

Colleagues Your key asset – recruitment & retention

Customers Your market differentiation – innovation & experience

Corporate partners Your investors and value chain – governance & sustainability

Brand Integrity and Integration


Perception Experience

Positioning & communication

Visual identity &

tone of voice

Products & services

Processes &behaviours

LeadershipCorporate

Communications

Brand & Marketing

Operations & NPD

HR, IT, Legal& Finance

Community

Colleagues

Customers

Corporate partners

Advocacy Understanding Belief Evaluation Relationship

Rational Perception

Emotional Perception

Rational Experience

Emotional Experience

Brand Integrity To Brand Advocacy


Brand Advocacy – Perception AuditThe measure of engagement is the level of advocacy for your brand when you are asking about perceptions.•Community - Would you promote us amongst your friends and family as a responsible company?

•Customers - Would you recommend our products and services to your friends and family?

•Colleagues - Would you recommend us to your friends and family as a great place to work?

•Corporate Community - Would you promote us amongst your friends and family as a good business to deal with/invest in?


Brand Advocacy – Experience AuditThe ultimate measure of engagement is the level of advocacy for your brand is what you and others experience.•Community - What do you/ we / they SAY AND DO as a responsible company?

•Customers - What you/ we / they SAY AND DO to build a reputation with our products and services for customers and consumers?

•Colleagues - What you/ we / they SAY AND DO about making/being a great place to work?

•Corporate Community - What you/ we / they SAY AND DO to build our reputation with our investors and partners as a good business to deal with/invest in?


Brand Advocacy Audit

• Engaging, integrated brands build trust, enhance reputation and create advocacy.

• TBT Engaged conducted an independent audit of all FTSE 100 websites to rate level of engagement and integration.

• Approach– 4-box segmentation of brand archetypes;

reporters, analysts, promoters, advocates– 4-star rating of advocates against 4x4 matrix– 16 x best practice case studies

Copyright © 2010 TBT engaged

Brand archetypes

Siloed Integrated

Engaging

Informing


4 rating

Clear – is the representation of the brand simple and unambiguous?Consistent – is the representation of the brand consistent with the vision and values?Compelling – is the representation of the brand powerful and persuasive?Collaborative – is the representation of the brand enhanced and extended by other brands?


The Brand Advocacy Audit

Positioning & communicatio

n

Visual identity &

tone of voice

Products & services


Community

Colleagues

Customers

Corporate partners


Best practice case studies

Positioning & communicatio

n

Visual identity &

tone of voice

Products & services


Community

Colleagues

Customers

Corporate partners


Community

What they doM&SPlanA

“We are working with our customers and our suppliers to combat

climate change, reduce waste, use sustainable raw materials, trade ethically, and help our customers to

lead healthier lifestyles.”

What they sayGSK/Pfizer

ViiV “ViiV is a global specialist

company with a sustainable commitment to delivering advanced

treatment and care, and improving access to

medicines for people living with HIV worldwide”

How they say itDiageo

DRINKiQ“By treating

responsible drinking as a brand in its own

right, Diageo is encouraging young

people to think about the choices they

make.”

How they do itHSBC

Investing in Communities

“HSBC supports the economies

in which we operate by providing employment,

making tax contributions, payments to suppliers,

and investments in local businesses.”


http://plana.marksandspencer.com/about

http://www.viivhealthcare.com/

http://www.drinkiq.com/

http://www.hsbc.com/sustainability/investing-in-communities

http://www.hsbc.com/sustainability/investing-in-communities

Colleagues

What they doMAN

CR Dashboard“Throughout over two

hundred years of operation we have been

committed to the communities in which our businesses operate and

our people live and work.”

What they say Reckitt Benckiser

Play to Perform“Try out our career game poweRBrands. RB has a

unique, fast-paced working culture and we don't like to get bogged

down with process. poweRBrands will

challenge you to think the RB way.”

How they say itG4S

Securing Your World“Our heritage goes back over a century and, with more than 595,000 employees, we are the second

largest private employer in the

world.”

How they do itAdmiral Group

Ahoy there!“We want to get your

relationship with us off to the best possible start.

Your voyage of discovery starts here. Take a few

minutes to try our Match Me tool below to see if

you'll enjoy being part of our crew “


http://www2.mangroupplc.com/CR/dashboard?quicklink=&Section=People&Year=2009&BreakDown=0&Indicator1=Global&Indicator2=Employee%20Age%20Profile%20(Permanent)

http://www.rb.com/home

http://www.google.com/url?q=http://www.rb.com/poweRBrands&sa=D&sntz=1&usg=AFQjCNFiODDDrQVLsgyYx4hP1YbzzrDO5Q

http://www.g4s.com/en/Careers/Operational%20employees/

http://www.joinadmiral.co.uk/

http://www.google.com/url?q=http://www.joinadmiral.co.uk/&sa=D&sntz=1&usg=AFQjCNFV8G3kaZ9eUIzcBESP3hhTSAkDtQ

Customers

What they doWPP Top Campaigns

WPPED CreamSir Martin Sorrell CEO

WPP“The exceptional stands

out from the crowd, draws attention to itself

and the promise it contains”

What they say Pearson

Penguin Prize for Africa Writing “Penguin publishes more

than 4,000 fiction and non-fiction books each year for readers of all ages. It is one of the

world's leading consumer publishing businesses and

an iconic global brand.”

How they do itMorrisons

Great Taste Less Waste“Morrisons Great Taste Less Waste is all about getting more meals for

your money by reducing waste and making the most of

fresh food.”

How they say itTesco

Talking Tesco We believe passionately

that customers have benefited in so many ways from the intense

competitive rivalry. Customers also tell us

when we don't get it right - but we do listen and

respondto concerns


http://www.wpp.com/

http://www.penguinbooks.co.za/african-winners/index.php

http://www.penguinbooks.co.za/african-winners/index.php

http://www.morrisons.co.uk/GreatTasteLessWaste/

http://www.tesco.com/talkingtesco/

Corporate partners

What they doWhitbread

Eat Sleep and Drink“We are 100% dependent on our people to deliver

our brand promises, day in and day out. That's why we only employ the very

best people in the hospitality industry “

What they say Home Retail Basis of good

business“We’re very clear that

what makes our business a ‘good’ business is not only profitability and

growth, but also a responsible approach to

the environment and local communities”

How they say it BT

Inside OutBT's corporate blog -where we'll keep you

updated with BT's current activities

across the globe. We'd welcome your

comments and would love to talk to you via

this forum.”

How they do itReed Elsevier Good partners

“It is important that we partner with suppliers

whose values and behaviours mirror our own. By promoting our Supplier Code we help

improve the social welfare

of people employed to Deliver RE products

and services”Copyright © 2010 TBT engaged

Brand Bulgaria

Bulgaria as a brandThe “brand image” of a country is a way of creating a shortcut to tell us how to feel about a particular country.

http://www.bnews.bg/article-14860

Brand Bulgaria

Review where Bulgaria is as a brand.

Customer: overseas visitors (travel websites, brochures, videos)

Corporate: relationship with EU governments

Community: relationship with near neighbours (Greece, Turkey)

Colleagues: how far citizens live the brand (primarily people working in hotels, restaurants etc).

Brand BulgariaCustomer: overseas visitors (travel websites, brochures, videos)Corporate: relationship with EU governmentsCommunity: relationship with near neighbours (Greece, Turkey)Colleagues: how far citizens live the brand (primarily people working in hotels, restaurants etc).

Rank each of the four levels above on a scale of 1 to 5 (where 1 is poor and 5 is excellent) in the following categories:

What you say - This occurs in a verbal and visual way via the communication content and messages.

How you say it - This is the ‘how’ that organisations address issues of positioning (which market, where), identity (naming, style, design) and methods of engagement (advertising, promotion etc).

What you do - The people and processes responsible for the product and service delivery.

How you do it

Thanks for participating

_____The two Kevin’s

sofia employer branding masterclass final [afternoon]

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